Methodology and Organization ⎜
The feedback on the workings of Agile implementation in companies begin to highlight the achievement of a level of maturity to take a step back and think more broadly. Without saying that the experimental model of the Agile one or two enthusiastic teams and fans decorating the Post-It® is definitely over, we can reasonably assume that Agile has a proven and can be viewed from another angle by policymakers.
Indeed, reduction targets time-to-market, of quality improvement, increase productivity or motivation of the teams become palpable in many companies.
So how to generalize this mode ?
The Agile wide (Agile@Scale) is certainly the answer. These allow multiple Agile teams to work together across an organization. Regardless of the number of teams involved, the important thing is to note that this is the organization that is agile, in all its components. At the level of all functions have to be Agile program, not only the delivery teams. At the scale of a company, all directions will be organized to operate in Agile, not only project teams.
But beware, if the goals of agility will be well scaled, implementation difficulties will be equally :
- Converging bottom-up vision and vision top down
Agile operation comes from a bottom-up approach. The difficulties of awareness is in operational strata, through an operation based on self-organization, will correct the malfunctions and gain velocity. If a team of ten individuals succeed without too much difficulty in applying this concept, it will not be possible to scale an organization without an exit will of supervision / management of strata.
- Do not expect results too soon ambitious
We must allow time for teams to reach their optimal velocity. The framework is based on SCRUM 3 pillars what are : transparency, inspection and adjustment for optimal operation by empiricism. This iterative model implies that these are the mistakes and transparency in their identification that will optimize operation. We must therefore consider that a prior failure period is beneficial in the medium term.
- Do not push the Agile in the extreme
Being Agile does not mean leaving everything at any time to change everything and everything rehabilitate. Like the framework SCRUM wide project, it should also apply a framework to scale an organization. The ability to refer to principles of operation limits the risk of abuse (all is not throwing in the principles of the V).
With hindsight, things to put in place to prevent problems are relatively simple :
1 – Corporate strategy operationally declined
2 – Confidence in the method and in teams
3 – A framework in support of the operation
If the first two concepts, without being easy to apply, are rather simple to understand, the third point deserves some lighting.
A framework agreement, but which ? Hereafter, a framework list to study whether they can meet your challenges :
• Nexus™: Also a scaling Scrum framework of integrating a SCRUM team coordination layer.
• The Spotify model : a framework to scale an organization that relies on the skills of teams to make them work together.
• SAFe (Scaled Agile Framework): surely the most complete model but also the most complex to master. It adapts to any level of scale and sets a very successful framework.
In conclusion, we believe that Agile is applicable to all scales but its implementation is not automatic.
We recommend you therefore a simple process of reflection to optimize the implementation :
- Train yourself and get informed
Many concepts are to approach and understand and numerous training and documentation exists. Do not hesitate to have recourse you will save time and will know easily how to involve teams and choose a suitable framework.
- Involved in coaching
Contact, sponsorisez, contact, listen, contact, adapt, contact, etc. The change of thinking is real, it is important not to neglect and must carry the. Be smart, the bottom-up perception is existing, associate is a top-down vision convergent.
- Reward accompany you
Many professionals have built a real expertise and know the pitfalls. Rely on experience to not waste time. Coaching does not improvise.
Finally continue to rely on what constitutes the foundation of the Agile, namely 4 values and 12 principles Agile Manifesto.